Sophie Stopp
Last Name
Stopp
First name
Sophie
Email
sophie.stopp@unisg.ch
Phone
+41 71 224 7613
6 results
Now showing 1 - 6 of 6
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Item type:Publication, Psychologische Sicherheit: Ein Mittel gegen UnsicherheitType:journal articleJournal:Controlling : Zeitschrift für erfolgsorientierte UnternehmenssteuerungVolume:34Issue:1 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, The Impact of Controls on Collaboration and Motivation in Sales Teams(2023-09); ; This paper investigates the design and use of two management control types, namely behavior activity control (BAC) and behavior capability control (BCC), to optimize the performance of salespeople working in teams. We examine the effect of these control types on social climate (intrateam collaboration) and individual behavior (motivation, work effort) by drawing on social psychological (Stewardship Theory) and individual psychological (Self-Determination Theory) theories. Based on a large cross-sectional survey in a global company (n = 502), our results confirm that BAC increases salespeople ́s work effort while BCC enhances intrateam collaboration climate and motivation, and thus, both controls need to be combined. The study contributes to prior management control research by considering social ties and social psychological aspects.Type:conference paper - Some of the metrics are blocked by yourconsent settings
Item type:Publication, - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Optimizing Motivation – The Role of Meaning of Pay in Incentive- Based Sales Compensation(2024)To motivate salespeople, companies use compensation as a sales management control. However, researchers warn that individuals vary in their meaning of pay, which implies that compensation stimulates their motivation differently. As there is only sparse research on people’s meaning of pay in the context of compensation and motivation, this study provides initial insights into whether and how the meaning of pay moderates the relationship between individual-based pay for performance and intrinsic and extrinsic motivation by drawing on self-determination theory and valence–instrumentality–expectancy theory. The study enriches extant research on the crowding-out effect. A cross-sectional survey in a global manufacturing company was utilized to collect data from more than 600 salespeople located in ten different market organizations. The study finds that individual-based pay for performance crowds out intrinsic motivation while it enhances extrinsic motivation. While the results do not indicate a moderating effect of meaning of pay on individual-based pay for performance and intrinsic motivation in the overall dataset, some culturally nested subsets show a negative moderating effect. Regarding extrinsic motivation, we reveal that meaning of pay does not moderate the relationship of individual-based pay for performance, however, it directly increases it. This study aids managers to better design and use compensation and, thereby, optimally motivate their salespeople. The findings suggest deploying low individual-based pay for performance, regardless of a person’s meaning of pay.Type:working paper - Some of the metrics are blocked by yourconsent settings
Item type:Publication, The Impact of Behavior-based Controls on Collaboration and Motivation in Sales Teams(2024); ; Sales management controls help managers enhance sales team members’ prosocial behavior and foster their motivation. This study examines the design and use of behavior-based controls (i.e., behavior activity and capability control) to foster an intrateam collaboration climate and optimize salespeople’s intrinsic and extrinsic motivation. Drawing on the self-determination theory and stewardship theory, we hypothesize that behavior activity and capability control enhance intrateam collaboration climate, which fosters salespeople’s intrinsic and extrinsic motivation. We collect data from 640 surveyed salespeople of a global manufacturing company located in ten different market organizations, finding that behavior capability control promotes intrateam collaboration climate best across different cultures. Intrateam collaboration climate increases salespeople’s intrinsic motivation and is an essential mediator between the two behavior-based controls and intrinsic motivation. By considering team dynamics and providing practical implications for managers, our research contributes novel insights into behavior-based controls’ design and use.Type:working paper - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Pay More to Get Less? Why Traditional Sales Incentives Fail in Com- plex Environments(2024); ; Companies’ new solution-based selling approaches raise questions about salespeople’s compensation. Although individual-based pay for performance has traditionally been considered a very strong motivator for salespeople, its functionality is doubted. This study emphasizes the need to reconsider individual-based pay for performance in the emerging context of solution selling in different ways. Using primary and secondary data, and analyzing them with linear regression and descriptive analysis techniques, we found that individual-based pay for performance is not only unfavorable because of the crowding-out effect but also be- cause it negatively impacts salespeople’s performance drivers (e.g., team collaboration, job satisfaction, or work engagement). Furthermore, it is not compatible with other sales management controls and work environments that foster intrinsic motivation (i.e., behavior capability control and psychological safety). These findings are consistent across different cultural regions. Finally, we provide evidence that individual-based pay for performance is financially unviable.Type:working paper